Guide to Histopathology Hideo Yoshikawa Former Executive Advisor According to one of the major dictionaries in Japan, pathology is defined as a medical science that describes and classifies disease, analyzes its symptoms, studies its development and identifies its causes. The subject of pathology, in this respect, is diseases which develop naturally in human bodies, however, the idea or method of analysis that is adopted within the field of pathology may be just as applicable to organizations consisting of "human bodies" that are established for specific purposes under a centralized authority. I call this new organizational aspect "histopathology" intending to establish it as a new kind of managerial science. The basis for this new science includes recognition that even organizations can develop diseases, which then creates a social need for experts who can diagnose, prescribe and cure those diseases in order to improve the overall health of the organization. The initial diagnosis is of critical importance since diseases can often accelerate the deterioration of the "body" and eventually increases the total number of pathogens. In organizational histopathological diagnosis, we need to not only analyze the performance of the organization using quantitative data on management efficiency, but also look for any symptoms of "disease", things typically expressed in the human body such as pain, numbness, or swelling, that may exist in daily operations in order to determine the phase of the "disease's" development. Based on these findings, it can then be determined if there is a singular and relatively simple cause or if the cause is complicated entailing several possibilities. After determining the cause or causes, a treatment method can then be adopted and carried out. For the human body, this treatment is usually performed by a doctor, whereas for organizations it may be performed by an executive or an equity stakeholder who has clear and determined objectives. It is often not easy to cure an organization that has fallen ill. How to determine the phase of illness, whether a single shot is enough, whether an operation is needed or whether it is simply too late, are all extremely important questions which can be discussed in further detail on another occasion. The diagnosis, however, is critical and an example of a diagnostic tool for organizations is shown below. It is based on a satisfaction survey that focuses on the members who make up the organization. The questionnaires would be collected from teams or projects, a mean value calculated for each question, and the degree of deviation from a target value of 4 determined for each item. References: Satisfaction survey for projects or teams Each question should be evaluated according to the 5 levels below (target value=4). <5> I think so very often. <4> I think so. <3> Maybe or maybe not. <2> I seldom think so. <1> I never think so. Scope 3: Project Environment 1 Teamwork is best - every piece of information is well disseminated among the members. 2 If you are in trouble there is always someone available to support you. 3 You can get clear and adequate instruction or review from your supervisor. 4 Your work place is set up as an optimum environment. 5 The management of the leader or sub-leader is good. 　 　 Scope 2: Ability 1 If you have a problem you will be able to find a solution by cooperating with other members. 2 You are comfortable about your ability in the course of your business. 3 You feel that the current job will improve your ability. 4 Your contribution to your team is significant. 5 You keep acquiring new knowledge or skills. 　 　 Scope 3: Motivation 1 At the office first thing in the morning you really feel can accomplish a lot in the day ahead. 2 You are willing to put in your best effort in order to achieve your target. 3 You can sleep soundly at night without worrying about your business. 4 Your current job is exciting to you. Background of the author: 1959 to 1994: worked in several departments of the Japan Atomic Energy Research Institute, including the fields of planning, international affairs, accounting, and general affairs. During this period, was transferred to the planning bureau of the Science and Technology Agency as well as the Research Development Corporation of Japan. Since 1995: took on the office of inspector for the Marine Science and Technology Center. In 1997: became director of the Mutsu Science Museum. In1998 became Secretary to House of Councillors Member Akito Arima. Since 2000: has been at RIKEN BSI. The author has also written a number of books related to the history of science technology including, "Science Beyond the Border" and "Men Who Explored the Nuclear Age".